In The Know v 2.14

On April 7, 2010, in The Go/The-Know, by John Sumser

less-glam-more-marginIn The Know v 2.14

Five Links About Organizational Change

  • The Organization Is Alive
    From the Booz-Allen magazine, Strategy + Business. The degree to which we don’t understand our organizations can not be undertated. This rich piece describes the operation of four discrete but related systems that influence organizational behavior: the hierarchy, the network, the market and the clan. Each system behaves like an analagous aspect of the human body: muscles, brain, cardiovascular and endocrine. Art Kleiner is one of the era’s great thinkers on the subject of organizational function.
  • When Online Communities Go To Work
    Dion Hinchcliffe looks at enterprise software for ZDNet.
    Organizations are increasingly making larger industry plays using the community model, as we can see with the increase in investment into community-based talent management by Taleo just today for example.
    Taleo is betting that their Talent Grid communities will gain momentum and move the playing field. The article is a strong introduction to the business use of community in large business. A key question (unasked in the article) is ‘who should manage th community, HR?’
  • The Shirky Principle
    “Institutions will try to preserve the problem to which they are the solution.”
  • Good Beats Innovative Nearly Every Time
    Many executives are obsessed with innovation whether or not it actually makes sense in their particular case. There are two possible approaches: to innovate or to practice continuous improvement. Innovation is disruptive, continual improvement produces sustained results. It’s hard to do both well under the same roof. The former requires the breaking of rules; the latter can be proceduralized. Scott Berkun, one of the fast rising new stars of management consulting suggests a third way… simply making good stuff. Less glamour, more margin
  • A Fundamental Shift in Talent Management: Will “Active Job Security” Replace “Passive Job Security”?
    Ann Bares is amazing. She keeps compensation issues fresh and up front. In this piece, she lays out the two kinds of job security that organizations need to think about: “Passive Job Security”(where we are coming from) and “Active Job Security”(where we are going to).
    “The bottom line is that attracting and keeping an engaged and productive workforce in the new reality will demand moving down both roads in tandem. But even more than that, failure to do this will ultimately alienate your very best workers first. That’s right. As you push the most talented and highest performers to be increasingly self-reliant and accept a growing proportion of the risk in the relationship, they’re going to start asking themselves (and rightly so) why it is, exactly, that they even need you. If another, more supportive employer doesn’t lure them away, a n entrepreneurial opportunity where the risk is coupled with a bigger upside will. Count on it.

Bonus Links

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